As part of the research methodology, a construct was developed to conduct a gap analysis between world-class/best practice maintenance practices and the Columbus Stainless and installation-specific maintenance strategies. A gap analysis is also conducted between the Columbus Stainless Maintenance Strategy and the plant-specific maintenance strategies at the organization's Hot End.
Background
To sustain its business, Columbus Stainless must also generate sufficient reserves to enable it to further invest in the development of production processes, services and people. In terms of customer satisfaction, both internal and external, maintenance serves to improve the quality of the product or service provided to customers.
Value of the study
Exceeding the cost budget can greatly affect the bottom line, while underspending the maintenance budget can negatively impact long-term reliability and asset condition. The company's shareholders expect a return of the initial investment and capital growth, which depends on the company's long-term development and growth potential.
Problem Statement and Management Dilemma
Objectives of this Study
Research Methodology
The collected data also includes primary data derived from a self-administered questionnaire. The questionnaire was sent to the majority of respondents by e-mail, while those without e-mail were delivered by hand. Cross-sectional studies are conducted due to the limited time available to conduct this study.
Limitations and Constraints of the study The following limitations have been included in this study
The theory will include discussions of different maintenance philosophies and compared to CSCMS and plant specific maintenance plans to find out specific correlations. Here, an evaluation is made to determine whether there is a breakdown in synergy between the CSCMS and plant-specific maintenance plans, and the reasons for this.
Structure of the study
Plant-specific maintenance strategies are also evaluated to see if they support the Corporate Maintenance Strategy. The fifth chapter concludes the study by presenting the conclusions drawn from the evaluations and the results of the questionnaire.
Chapter Summary
Chapter Two: maintenance Philosophies
Introduction
Although no operation should be indifferent to failure, in some operations it is vital that products and services do not fail - for example airplanes in flight or power supplies in hospitals. In some situations, reliability of other products and services, such as car seat belts, police service and other emergency services, is not only desirable, but essential.
Why various operations fail
A machine failure can be caused by someone's poor design or maintenance, a delivery due to someone's failure to manage the supply plans, and a customer failure by someone not giving adequate instructions - the implications of this are, firstly, that failure can a to some extent be controlled and secondly that organizations can learn from failure and change their behavior accordingly.
What is maintenance?
Well-maintained facilities are less likely to behave in unprecedented or non-standard ways, to fail outright, all of which can pose a danger to staff. This leads to less time lost while facilities are being repaired, less disruption to normal operations, less variation in output rates and more reliable service levels.
The evolution of maintenance
Along with the amount of capital tied up in fixed assets and the sharp increase in the cost of that capital, people began to look for many ways to extend the life of the assets as much as possible. To meet all the expectations of asset owners, asset users and society as a whole.
Approaches to Maintenance
- Run to Breakdown (RTB)
- Preventative Maintenance (PM)
- Condition-based Maintenance (CBM)
Here, the need for corrective action or consequence-avoided action is based on an assessment of the condition of the item, for example, continuous monitoring of vibrations on a piece of equipment, which may indicate imminent bearing failure. GBM is used where the maintenance activity is expensive, either because of the cost of providing the maintenance itself, or because of the disruption the maintenance activity causes to the operation.
RCM and TPM
- Reliability-centred Maintenance (RCM)
What are the functions and associated performance standards of the asset in its current operating context. This involves examining how facilities contribute to the efficiency of the operation by examining all the losses that occur.
World Class Maintenance
This should be established for all key equipment, including high quality checklists and inspection sheets. This should be established for all primary equipment, incorporating strength in data analysis and consistency in the performance of this activity.
Maintenance Management Strategy
It is important to measure these practices to determine how well they are working in the organization and how well the maintenance strategy is enabling the rest of the organization to achieve its goals. The question to ask is "how will the maintenance strategy work within the overall business plan?". A company's goals, organization and policy change frequently and must be regularly reviewed in light of the external environment and organizational pressures.
The primary purpose of the maintenance strategy must be compatible with these and the production philosophy and be aimed at the company's viability and profitability. In order to develop or change and implement a good maintenance strategy, the various maintenance activities related to the maintenance function must be known.
Chapter Three - Columbus Stainless's Maintenance Strategies
Asset care / strategy implemented aids
All analyzes are subject to a factory technical audit and a central methodology audit to ensure validity and correctness. The maintenance plan, per plant area, supports the company's maintenance strategy, with respect to the type of equipment.
Maintenance effectiveness optimisation
- GMMS
On-site examination of hired labor (work relevance, qualifications, validation of introduction and medical status, competence, etc.). New information systems must be such that integration is possible with existing systems and must be consistent with this strategy. All users of information are trained and have access to relevant hardware, software and information.
Safety, Health, Environment and Quality
- Hotmill Maintenance Plan (HMMP)
- Maintenance
- Failure
- Discard of equipment
- Inspections and ReM routes
- What information should be gathered to solve root causes?
All information on the sheet should be saved for future analysis if needed. Cleaning schedules will not be neglected and all necessary legislation must be followed. All tasks performed should be recorded against the appropriate equipment and the data should be retained.
3 - The information gathered must be examined and the root cause of the specific failure identified. Records should be kept and conditions should be monitored closely until it is ensured that the true root cause is addressed.
PAPER ~
- Combining human resources and equipment Iifecycle .1 Specification
- CA check program
- Store
- Installation
- Maintenance
- PLANNING
- KNOWLEDGE
- PEOPLE
- STRATEGY
- SYSTEMS
- Steelplant Maintenance Plan (SPMP)
- Chapter Summary
Because the plant will be down for a predetermined period of time, the downtime must be fully utilized so that other maintenance companies do not participate in the outage. The plant must be restarted according to existing procedures and FFPs and other documentation must be updated. To do this, equipment movements must be monitored and operating specifications must be properly defined.
The detailed actions of each discipline involved in the maintenance activities must be clearly understood and sorted. The detail of each block in the processes must be clear as to who should do what where and when.
Chapter Four - Evaluating the Corporate Maintenance Strategy and the Plant-specific Maintenance
Strateaies
Introduction
Evaluation of the Vision Statement
Evaluation of the Mission Statement
Evaluation of the Corporate Maintenance Strategy
In light of this theory, although CSCMS details various continuous improvement techniques and although these techniques are related to quality issues, there is a gap with grounded theory. Although CSCMS states that the QS9000 quality principles (discussed later) should be incorporated, CSCMS does not emphasize that all continuous improvement techniques must be linked to quality improvement. CSCMS describes that the QS9000 principles must be incorporated into quality planning, quality maintenance and quality products.
The CSCMS also states that assets must be replaced in accordance with the Asset Replacement Policy. This should be included in the CSCMS as it gives a clear indication that the organization should move towards becoming a World Class Maintenance Organization.
Evaluation of the Hotmill Maintenance Plan (HMMP)
The standardized structure as suggested by CSCMS is not included in this HMMP, but is included in the overall plant organogram. Quality Management System: In light of the grounded theory as discussed in the CSCMS for this practice, Hotmill has created its own plant-specific quality plan. The standardized structure as suggested by CSCMS is not included in this SPMP but is included in the overall plant organogram.
The CMMS is common throughout the organization and as such complies with the provisions of the CSCMS. Continuous Improvement: In light of the theory of this maintenance practice, the SPMP drives this largely according to details specified in the CSCMS.
Evaluation of the Maintenance Management by plant personnel at the Hotmill and Steelplant
ShaDe Measures SP ShaDe Measures HM Shape Measures HE Skewness Kurtosis Skewness Kurtosls Skewness Kurtosls. ShaDe Measures SP ShaDe Measures HM Shape Measures HE Skewness Kurtosls Skewness Kurtosls Skewness Kurtosis. Shape Measures SP Shape Measures HM Shape Measures HE Skewness Kurtosis Skewness Kurtosls Skewness Kurtosis.
Shape sizes SP Shape sizes HM Shape sizes HE Skewness Kurtosls Skewness Kurtosis Skewness Kurtosis. Dimensions of ShaDe SP Dimensions of shape HM Dimensions of shape HE Skewness Kurtosis Skewness Kurtosls Skewness Kurtosis.
Conclusions and Recommendations
- Chapter Summary
From the gap analysis, it is clear that HMMP fully supports 10 out of the 14 World Class/Best Practice Maintenance Practices. Based on the evaluation of the CSCMS and plant-specific maintenance strategies, the HMMP fully supports 11 out of the 14 maintenance practices contained in the CSCMS. The theoretical gap analysis indicates that CSCMS fully supports 11 out of the 14 World Class/Best Practice Maintenance Practices identified in grounded theory.
This continuous improvement technique should be incorporated as part of the continuous improvement process in the CSCMS and all plant specific. The synergy between CSCMS and Hotmill's maintenance strategy is obvious, but the implementation of the strategy in Hotmill is lacking.
Maintenance Management Questionnaire
The results will be used to determine the different maintenance practices adopted at the Hot End of the business. These results will be used to assist me in completing a study on maintenance strategies, and may also be used for strategic decision making. You can request the results of this survey, if necessary, via the Department of Engineering Systems (J Myburgh).
All respondent names will be kept confidential and responses will be treated with the utmost confidence.
MAINTENANCE MANAGEMENT QUESTIONAIRE
The maintenance effort is related to the expected performance of the equipment and indications are given of the likely outcome if the work has to be postponed. 41 Results from PM inspections and failure history data are used to continuously refine and improve the effectiveness of the PM process. 42 Compliance with the PM program is high: 95% or more of PM work is completed as planned.
43 Less than 5% of the total maintenance work is allocated to emergency situations (eg plant shutdowns). Most of the maintenance department, especially supervisors and crafts, have been trained in it, can use it and use it.
